Executive Power and Scaled-Up Gender Subtexts in Australian Entrepreneurial Universities

Autor/inn/en	Blackmore, Jill; Sawers, Naarah
Titel	Executive Power and Scaled-Up Gender Subtexts in Australian Entrepreneurial Universities
Quelle	In: Gender and Education, 27 (2015) 3, S.320-337 (18 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0954-0253
DOI	10.1080/09540253.2015.1027670
Schlagwörter	Entrepreneurship; Foreign Countries; Commercialization; Educational Change; College Administration; Universities; Management Systems; Gender Differences; Administrator Attitudes; Leadership Role; Professional Identity; Occupational Aspiration; College Faculty; Teacher Attitudes; Department Heads; Deans; Diversity (Faculty); Case Studies; Women Administrators; Equal Opportunities (Jobs); Interviews; Policy Analysis; Australia + Suchen Sie Ihr Suchwort? Unternehmungsgeist; Ausland; Bildungsreform; College administrators; Hochschulverwaltung; University; Universität; Geschlechterkonflikt; Berufsneigung; Berufsziel; Fakultät; Lehrerverhalten; Dean; Dekan; Case study; Fallstudie; Case Study; Weibliche Führungskraft; Equal opportunity; Equal opportunities; Job; Jobs; Chancengleichheit; Beruf; Interviewing; Interviewtechnik; Politikfeldanalyse; Australien
Abstract	Deputy Vice Chancellor and Pro Vice Chancellor positions have proliferated in response to the global, corporatised university landscape [Scott, G., S. Bell, H. Coates, and L. Grebennikov. 2010. "Australian Higher Education Leaders in Times of Change: The Role of Pro Vice Chancellor and Deputy Vice Chancellor." "Journal of Higher Education Policy and Management" 32 (4): 401-418]. Senior leadership is the sphere where academic and management identities are negotiated and values around the role of the university are decided. This paper examines the changing and gendered nature of the senior leadership setting and its implications for diversity in and of university leadership. The analysis draws from a three-year empirical study funded by the Australian Research Council on leadership in Australian universities. It focuses on executive leaders in three universities--one which is research-intensive, the second, in a regional site, and the third, university of technology. The article argues that the university landscape and its management systems are being restructured in gendered ways. It utilises the notion of organisational gender subtexts to make explicit how gender works through structural and cultural reform. (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2020/1/01